HR & OD Monthly Report (June 2016) Prepared by: Elaine Stasiak, Deputy Director of HR & OD Presented by: Ian Warren, Director of HR & OD
Agenda Item: 9.1 (3)
2
Table of Contents
Workforce Planning ........................................................................................................................................................................... 3
Staff Turnover ..................................................................................................................................................................................... 4
Employee Engagement ...................................................................................................................................................................... 7
Recruitment & Retention ................................................................................................................................................................... 8
Medical Staff .................................................................................................................................................................................................... 8
Nursing Staff.................................................................................................................................................................................................... 9
Other/Non-Clinical ......................................................................................................................................................................................... 10
Agency/Bank Usage ...................................................................................................................................................................................... 11
Employee Wellbeing ........................................................................................................................................................................ 12
Attendance/Staff Availability .......................................................................................................................................................................... 12
Occupational Health ...................................................................................................................................................................................... 15
ER Case Management ...................................................................................................................................................................... 16
Corporate & Nursing ...................................................................................................................................................................................... 16
Medical Staff (MHPS) .................................................................................................................................................................................... 17
Appraisals ......................................................................................................................................................................................... 18
Nursing & Other Staff .................................................................................................................................................................................... 18
Core Learning ................................................................................................................................................................................... 19
HR Systems ...................................................................................................................................................................................... 22
ESR Self Service Project ................................................................................................................................................................. 22
3
Workforce Planning
Workforce Planning takes place alongside annual planning and budget setting, addressing short-term plans (annual), mid-term (1-3) and long term (3-5) years. An Annual Planning Steering Group continues to oversee and assure all areas of the process and meets weekly, including Workforce Finance, and Activity plans. This group will, over coming months, have a wider responsibility for production of the ULHT contribution to the Lincolnshire Sustainability and Transformation Plan (STP) , whilst maintaining a “review” remit over the implementation of the Annual Plan, before initiating and overseeing the next round of formal annual planning which will commence in late summer. This group will be re-named the Strategy, Planning & Performance Leadership Group, intended future membership is currently being finalised, but will retain a HR component at senior level.
Headlines: LHAC meetings continue, community-wide, with a deadline of October for public consultation, but attendance from both inside and
outside ULHT is variable. The most recent meeting (11th May) attracted a very large turnout cross-agency, including a number of senior ULHT staff.
Key individuals from the HR Directorate attended the (STP) - Workshop 1 on the 20th April 2016. ( Workshop 2 is to be held on 1st June )
The day focussed on identifying the Workforce implications associated with the various work streams ahead of the 30th June submission o Urgent Care o Pro-Active Care o Women & Children’s o Mental Health & Learning Disabilities o Planned Care o Primary Care
Actions Underway:
Attention is currently focussed on the HR contribution to production of both the Medium Term Plan and the STP. This has been submitted for inclusion.
Risks:
Numbers of contracted Registered Nurses and Midwives continues to fluctuate on a weekly basis and significant or sustained increase is not being seen. As at 30th May, WTE in post is 30 WTE less than 6 months previously
Staff Turnover
4
As at 30th April 2016 (for Q4)
1.89% Headlines:
Net increase of 22 headcount Band 5 Nursing staff over the last 12 months
Nursing & Midwifery turnover rate has slightly decreased/improved in month to 9.05%. This is down from 9.41% in the preceding month.
Net decrease of 20 Medical staff over the last 12 months.
A total of 58 Staff Exit Questionnaires ‘responses’ have been received since February 2016. .
On asking where they would be next employed 35% stated another NHS trust, 22% stated retirement and 13% stated other on analysis all these individuals were being re-employed by ULHT
26.31% responses received were from Nursing & Midwifery staff.
10.53% of the responses received was from Medical staff
17.54% were received from AHP’s
Retirement Age (21.05%), Other (15.79%) and Early Retirement (14.04%) were the Top 3 reasons for leaving the Trust
A good proportion (31.58%) of the respondents indicated ‘Other NHS Organisation’ as their new Employer.
12.96% of respondents indicated that they did not have an appraisal
29.63% of respondents indicated that the Trust could have done something to make them stay.
28.57% of respondents indicated that they did not have or had poor team meetings
54.72% indicated that they did not feel there were sufficient promotion/career prospects with the organisation/department?
Actions Underway:
Action has been taken to address with Lincoln site the delay in getting EF3’s which means we cannot link to survey monkey as they have already left the Trust. HR SMT to take forward.
As at April 2015 (for Q4)
2.25%
Benchmark:
Target
5
Starters by Staff Group Leavers by Staff Group
Starters & Leavers by Month May 15 – April 16
6
Staff Group
Establishment as at 30.04.16
SIP as at 1.05.15
SIP as at 30.04.16
Average SIP
Leavers 1.05.15 - 30.04.16
Turnover SIP
Turnover Leavers against establishment
Nursing & Midwifery 2190.16 1939.68 1935.91 1937.80 191.55 9.88% 8.75%
All Medical 914.20 807.25 787.05 797.15 459.31 57.62% 50.24%
Medical excluding juniors 533.05 467.15 461.10 464.13 72.61 15.64% 13.62%
Leavers – Nursing and Medical Workforce
Month
Starters Leavers Starters minus Leavers
Fte Headcount Fte Headcount Fte Headcount
May '15 7.04 9 13.49 17 -6.45 -8
Jun '15 12.01 13 4.84 8 7.17 5
Jul '15 4.80 5 13.25 17 -8.45 -12
Aug '15 3.56 5 10.11 13 -6.55 -8
Sep '15 60.76 64 6.68 8 54.08 56
Oct '15 15.44 19 10.08 11 5.36 8
Nov '15 10.99 14 8.69 10 2.30 4
Dec ‘15 2.16 4 13.41 17 -11.25 -13
Jan ‘16 9.55 11 8.45 10 1.10 1
Feb ‘16 7.90 10 9.01 11 -1.11 -1
Mar ‘16 6.11 7 7.81 9 -1.70 -2
Apr ‘16 5.43 6 10.27 14 -4.84 -8
Total 145.74 167 116.11 145 29.63 22
Nursing & Midwifery Band 5 Monthly Starters and Leavers
7
Month Starters Leavers Starters minus Leavers
Fte Headcount Fte Headcount Fte Headcount
May '15 9.00 9 5.76 6 3.24 3
Jun '15 8.00 8 5.10 6 2.90 2
Jul '15 84.00 84 7.00 7 77.00 77
Aug '15 183.60 185 269.30 270 -85.70 -85
Sep '15 12.00 12 13.80 14 -1.80 -2
Oct '15 10.92 12 11.18 12 -0.26 0
Nov '15 15.90 16 10.00 10 5.90 6
Dec '15 19.25 20 34.00 34 -14.75 -14
Jan '16 13.53 14 13.90 14 -0.37 0
Feb '16 41.35 42 47.55 48 -6.20 -6
Mar '16 14.00 14 8.82 12 5.18 2
Apr '16 29.40 30 32.90 33 -3.50 -3
Total 440.95 446 459.31 466 -18.36 -20
Medical & Dental Monthly Starters & Leavers
Employee Engagement
The Trust’s Staff Engagement score in the national Staff Survey was 3.68. This is an improvement on the 2014 score of 3.48 ULH have developed a partnership with Wrightington, Wigan and Leigh Foundation Trust to learn from best practice in terms of staff engagement. Quarterly Pulse Checks are conducted each quarter with a random sample of 25% of the Trust’s employees invited to complete. The final quarter survey will be issued in June 2016 The main aim of the survey is to review levels and trends of staff engagement across the Trust and identify the factors that may be enabling or inhibiting staff engagement.
2015 Staff Survey Score
3.68 Headlines: The March Pulse check showed that levels of engagement are being maintained
2014 Staff Survey Score 3.48
8
The survey also showed that there needs to be continued focus on recognition and actively involving staff in decision making
Nine teams trained in using staff engagement tools are progressing well
Staff Engagement Group which meets 6 weekly chaired by the Chief Executive extended to include Health and Wellbeing and HR representatives to ensure a more holistic approach
Final quarter pulse check will be issued in June Actions Underway:
The Executive Team continues to focus on staff engagement with a second externally facilitated time-out in May which focussed on engagement, vision and values, leadership and culture and is committed to regular future events with this focus
‘You said, we did’ reports initiated in May and will be issued monthly to ensure staff know that we are listening to them and acting on their concerns
‘Engagement’ will be a key topic at the June Senior Leadership Forum
Chief Executive is exhorting and expecting all leaders to recognise and appreciate their staff and sharing practical example of good practice gleaned from managers
ULHT Together Facebook page is being used to share these messages along with Health and Wellbeing messages
Bespoke training around leadership and engagement scheduled for Facilities and Estates starting in July
Resilience training is being offered to managers
Staff engagement will form part of the performance management framework
Staff engagement will be included as integral to delivery of the Medium Term Plan
Risks:
It will not be seen as a priority by to staff to engage when operational pressures persist.
Managers fail to engage their staff on a regular and consistent basis
Response rates continue to be below required level of 30%
National Average:
3.79
Target: 3.87
Recruitment & Retention
Medical Staff
Vacancy Rate as at 30th April 2016
13.91% Headlines:
Number of Staff in-post 01.05.15 = 807.25 FTE’s and 838 Headcount Previous N/A
9
comparable figure not available
Number of staff in post 30.04.16 = 787.05 FTE’s and 817 Headcount
Vacancy rates are based on March 2016 Establishment due to a delay in April figures being released.
Decrease in number of Medical Staff FTE’s in post over past 12 months.
Slight increase in vacancy rate from previous month. Actions Underway:
As part of the annual planning process BU are considering skill mixing with the utilization of different staff groups in particularly in hard to recruit to areas
Job planning is continuing to be a focus in order to ensure adequate level of utilisation of resources Risks:
Lack of integrated HR System to support monitoring and reporting of key performance areas, including ‘time to recruit’, ER Case Management. Teams’ are reliant on an array of Microsoft Excel based spreadsheets and logs to monitor and track activities. Increase risk of unreliable data and delays in processes.
Benchmark:
Target TBC
Nursing Staff
Vacancy Rate as at 30th April 2016
11.61% Headlines:
Number of Band 5 N&M staff in-post at 01.05.15 = 1090.77 FTE’s and 1297 Headcount
Number of Band 5 N&M staff in-post at 30.04.16 = 1069.08 FTE’s and 1270 Headcount
Vacancy rates are based on March 2016 Establishment due to a delay in April figures being released.
IRN – first wave of Philippine nurses are undertaking their tests before applying for their certificates of sponsorships with a view to arriving in August/September/October
Phase 1
14 passed IELTS, 6 of whom have passed CBT, expected to begin arriving in August / September
10 taken IELTS and failed
2 taken IELTS and awaiting results
36 have IELTS date booked
3 retractions (128 now in full pipeline) Newly appointed Nurses will be automatically enrolled on to the Nurse Bank with an option to opt-out
PHB have cleared their backlog of contracts of employment and are currently addressing the backlog
Previous comparable figure
N/A
Benchmark:
Target TBC
10
of conditional offers which accumulated whilst working on the contracts
Recruitment ‘Open Days’ held at LCH and GDH with PHB on 4 June.
Total open ‘recruitment packs’ managed by team overseeing Nursing & Midwifery and Corporate vacancies are:
o Grantham – 29 o Lincoln – 174 o Pilgrim – 113 o International nurses – 128 in progress (Philippine first round) o International nurses – 85 in progress (Philippine Second round) o NQNs – 84 (across all 3 sites – processed at PHB)
Actions Underway:
TUPE transfer of some Therapy and Physiotherapy staff to LCHS is ongoing. The anticipated transfer date is 31st July 2016.
Risks:
Lincoln County Hospital does not currently have any advertisements for HCSWs or Bank HCSWs although there are uncovered shifts available
Lack of integrated HR System to support monitoring and reporting of key performance areas, including ‘time to recruit’, ER Case Management. Teams’ are reliant on an array of Microsoft Excel based spreadsheets and logs to monitor and track activities. Increase risk of unreliable data and delays in processes.
Other/Non-Clinical Recruitment
Vacancy Rate as at 30th April 2016
1.95% Headlines:
Vacancy rates are based on March 2016 Establishment due to a delay in April figures being released.
PHB have cleared their backlog of contracts of employment and are currently addressing the backlog of conditional offers which accumulated whilst working on the contracts
Risks:
Lack of integrated HR System to support monitoring and reporting of key performance areas, including ‘time to recruit’, ER Case Management. Teams’ are reliant on an array of Microsoft Excel based spreadsheets and logs to monitor and track activities. Increase risk of unreliable data and delays in processes.
Previous comparable figure not available
N/A
Benchmark:
Target TBC
11
Agency & Bank Usage (FTE used as a % of current Establishment FTE)
April 2016 7.65% (3.97%
Agency + 3.68% Bank)
Headlines: 1.46% decrease in the figure from March (9.11% to 7.65%)
Total cost for Agency in April 2016 was £2,035,207 which is a reduction of £505,328 from the previous month.
Actions Underway:
All Bu are performance managed on their agency spend and have to seek authorisation
BU’s that are not on target have to evidence plans to rectify Risks:
Continued spend on bank/agency will make the financial recovery programme unachievable
Continued spend on bank/agency will make provision of some services not viable, initially escalated through current planning round and wider clinical strategy discussion.
Previous comparable data March 2015
8.71% (4.71%
Agency + 4.00% Bank)
Benchmark:
Target <2%
12
Employee Wellbeing
Attendance/Staff Availability
Annual Sickness rate as at 31st March 2016 (for previous 12 month period)
4.54%
Headlines:
Increase in annual rate by 0.07%
With a rolling average rate of 4.54% costing £8.64m, the immediate cost to the trust of not achieving a 4% target remains in excess of £1million. Further hidden costs of backfill and remaining staff health and well-being are noted but difficult to quantify.
The annual cost of sickness (excluding any backfill costs) has decreased by £233,429 compared to 12 months ago.
During the 12 months ending March '16, Anxiety/Stress/Depression and other Psychological illness was the top reason for time lost due to sickness at 20.12% of all absence. Of this figure 4.91% was work related and 15.21% non-work related.
Additional Clinical Services had the highest sickness rate during the 12 months at 6.37%
As at March 2015 (for previous 12 month period)
4.79%
Benchmark:
Target 4%
0
250000
500000
750000
1000000
1250000
1500000
1750000
2000000
2250000
2500000
2750000
3000000
C
o
s
t
Month
ULH Agency Costs by Staff Group
Total
Medical
Nursing
STT
Other
13
(Unregistered Nurses 6.99%), followed by Estates & Ancillary at 5.91% and Nursing & Midwifery Registered at 5.13%.
The PHB sickness rate has gone up this month by 0.49% and the annual sickness rate has increased by 0.09%
The draft Sickness Absence Policy (vs. 4) was amended (Bradford Points omitted) and submitted to Policy Group for approval on 1st June with the aim to ratify at EPF during June.
Actions Underway:
Grantham Site: o Annual Sickness – 4.48% o Monthly Sickness = 3.87% o Long Term and Short Term sickness cases are being managed with Managers through the
formal process.
Integrated Medicine Lincoln 4.47%
Surgery Lincoln 4.30% Risks:
Absence management is not seen as a priority with competing demands by line managers.
The ‘management’ of staff absence are seen as a responsibility for the HR Team (rather than HR as an ‘enabler’), which result in managers being reluctant to manage their staff sickness.
Sickness absence continues to be managed well under present circumstances
Staff Group FTE Lost % Estimated Cost
Add Prof Scientific & Technic 2,870.71 3.91% £280,057.56
Additional Clinical Services 24,359.69 6.37% £1,300,431.73
Administrative & Clerical 18,278.64 4.14% £1,371,717.26
Allied Health Professionals 3,777.65 2.87% £377,148.32
Estates & Ancillary 14,120.38 5.91% £747,649.52
Healthcare Scientists 685.79 1.72% £87,400.39
Medical & Dental 4,665.23 1.59% £1,023,544.96
Nursing & Midwifery Registered 36,329.31 5.13% £3,449,116.59
Students 17.91 0.32% £946.51
14
Total 105,105.32 4.54% £8,638,012.85
Rolling Yearly Sickness Rates & Estimated Cost by Staff Group
Band FTE Lost % Estimated Cost
Band 1 9,504.12 6.71% £464,142.78
Band 2 31,293.27 6.10% £1,613,739.78
Band 3 5,926.94 4.24% £357,634.08
Band 4 6,299.89 3.99% £445,836.75
Band 5 27,469.56 5.25% £2,258,849.36
Band 6 12,865.54 4.16% £1,356,476.36
Band 7 4,496.56 2.93% £593,982.39
Band 8A 1,134.70 2.43% £171,290.56
Band 8B 531.89 3.87% £103,152.80
Band 8C 435.92 3.34% £90,140.96
Band 8D 186.71 4.51% £47,385.06
Band 9 2.00 0.46% £674.34
Non A4C 4,665.23 1.59% £1,023,544.96
Medical 293.00 4.85% £111,162.66
Total 105,105.32 4.54% £8,638,012.85
Rolling Yearly Sickness Rates & Estimated Cost by Band
Nursing Staff FTE Lost % Estimated Cost Cal Days
Lost
Headcount as at
30.04.16
Average Cal
Days
Registered Nurses 36,329.31 5.13% £3,449,116.59 43714 2257 19
Unregistered Nurses 20,226.01 6.99% £1,055,034.30 24831 969 26
Total 56,555.32 5.67% £4,504,150.89 68545 3226 21
Nursing Staff Rolling Yearly Sickness Rates & Estimated Cost
Absence Reason FTE Lost % Work
Related
Anxiety/stress/depression/other psychiatric illnesses 15,655.54 15.21% No
15
Anxiety/stress/depression/other psychiatric illnesses 5,049.85 4.91% Yes
Other musculoskeletal problems 14,600.46 14.19% No
Other musculoskeletal problems 516.41 0.50% Yes
Back Problems 8,990.31 8.74% No
Back Problems 901.57 0.88% Yes
Gastrointestinal problems 9,742.74 9.47% No
Gastrointestinal problems 16.44 0.02% Yes
Injury, fracture 6,272.94 6.10% No
Injury, fracture 1,213.27 1.18% Yes
Top 5 Absence Reasons by FTE Lost
Occupational Health
Influenza Vaccine The influenza vaccine program for the 2015/16 is now complete and has been closed. The table below gives an indication of vaccines administered by ULHT, Lincolnshire and Leicestershire NHS trusts. The final figure for United Lincolnshire Hospitals NHS Trust at the close of the flu campaign was 64%. The flu plan for United Lincolnshire Hospitals NHS Trust for 2016/17 is now in draft format ready for circulation and comment. We are required
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
2014/0
4
2014/0
5
2014/0
6
2014/0
7
2014/0
8
2014/0
9
2014/1
0
2014/1
1
2014/1
2
2015/0
1
2015/0
2
2015/0
3
2015/0
4
2016/0
5
2015/0
6
2015/0
7
2015/0
8
2015/0
9
2015/1
0
2015/1
1
2015/1
2
2016/0
1
2016/0
2
2016/0
3
Absence Timeline 2 Years Data
Absence % (FTE)
Absence Target
16
to submit a plan to NHS England by the end of May 2016 for approval, The plan was approved at the Trust IPC The flu vaccines 2016/17 flu campaign has been ordered will be ready for delivery at the end of September 2016. We have ordered 7500 vaccines and 100 egg free vaccines this will allow us to vaccinate in excess of 75% of front line staff for both ULHT and LCHS. NHS England have attached a CQUIN to this year’s flu campaign, the payment schedule is outlined below. NHS England have indicated in this document the final measurement for delivery flu vaccines frontline staff will be the end of December 2016 unlike the present data collection system which closes in early February the value of the CQUIN to the trust is £800.000 for 2016/17 Health and Wellbeing. The trust will be re-establishing its own health and well-being group which has it’s first meeting on the 20th of June, to support the Health and Wellbeing programme in ULHT. It is also worth noting however NHS England have recently released a CQUIN which includes free health and well-being which has an estimated value to the trust of £800,000 for 2016/17.On a recent engagement at the Pilgrim Hospital over 50 employees attended the OH stand to have their blood pressure and BMI recoded and advised on actions to improve their Health and Wellbeing. The Pedometer challenge is now complete are and the wining team and the top ten best preforming teams will be publicised through communications. On 25th May 196 ULHT staff, in 28 teams of seven, started the Global Corporate Challenge, a 100 day virtual walking journey around the world. Staff record their daily step activity levels via the GCC website or mobile apps. In the past two days one of our teams Caron + the Fantastic Photons have walked over 50 miles The more active a team, the healthier they become and the more instant reward they receive; including progression along a virtual journey of the world. Referrals to Occupational Health. There were 491 referrals to occupational Health from 01/01/2016 –27 /05/2016 121 of these referral were for stress and anxiety and 145 were for MSK problems.
HR Operations/ER Case Management
Corporate & Nursing Staff
17
Headlines: The PAR Review and activity to commence formal consultation has caused an increase in grievances relating to PAR
The creation of group to consider ER activity across the Trust to mirror the medical meetings will create a focus on ER activity and timely actions as well as consistency.
Actions Underway:
Performance, assurance and activity tracking in place
Monitoring of standards aid to achieve increase in positive outcomes
Risks:
Lack of integrated HR System to support monitoring and reporting of key performance areas, including ‘time to recruit’, ER Case Management. Teams’ are reliant on an array of Microsoft Excel based spreadsheets and logs to monitor and track activities. Increase risk of unreliable data and delays in processes
April 2016 ER Cases Non-Medical Workforce
LCH Open
PHB Open
GDH Open
W/C Open Diagnostics
Open Therapies
Open
Disciplinary Cases 11 5 3 3 0 0
Formal Grievance Cases
5 2 0 1 0 0
Appeal Panel
0 0 0 0 0 0
Medical Staff (Maintaining High Professional Standards)
Headlines: A number of cases have been delayed due to staff and representation agreement
LDMG agreement to pursue cases that are persistently being delayed
Noticeable better outcomes of current cases going to panel
18
Request for medical staffing to assist on panels Risks:
Lack of integrated HR System to support monitoring and reporting of key performance areas, including ‘time to recruit’, ER Case Management. Teams’ are reliant on an array of Microsoft Excel based spreadsheets and logs to monitor and track activities. Increase risk of unreliable data and delays in processes
Appraisals
Nursing and Other Staff
As at 30th April 2016 (for rolling 12 month period)
64% Headlines:
The overall percentage for appraisals has reduced by 10% from April 2015.
The Directorate with the lowest appraisal rate is Bostonian at 34.21% and the Directorate with the highest appraisal rate is W&C at 80.61%
Actions Underway:
Hotspot reports continue to be provided to managers
Appraisal compliance is part of performance management framework
Requirement to complete appraisals with staff is part of the draft Pay Progression Policy for managers
Risks:
Appraisal compliance continues to fall, which will result in further scrutiny from external stakeholders, including the TDA.
As at April 2015 (for previous 12 month period)
74%
Benchmark:
Target 95%
19
Core Learning
As at 30th April 2016
81% Headlines:
An increase of 1% on overall compliance rate
All annual topics show an increase of 2-3% this month although they are still less than this time last year, particularly Fire and Infection Prevention which are 11% less.
Trust Fire IPC E&D IG
Apr-15 79% 80% 81% 78%
Apr-16 68% 69% 75% 75%
3 yearly topics continue to show a gradual increase month on month and are between 3% and 16% higher than this time last year.
Trust SGC1 SGA1 H&S Slips M&H IL Risk Fraud
Apr-15 71% 71% 86% 86% 83% 78% N/A
Apr-16 87% 86% 89% 91% 88% 85% 81%
Hotspot reports continue to be provided to identified managers
As at 30th April 2015
79%
Target
95%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00% 77% 78% 79% 79% 78% 74% 72%
67% 67% 65% 65% 64%
Appraisals excluding Medical Staff
20
Core learning is part of performance management framework
Communication gone out to all staff that no study leave will be approved until they have completed or have a booked place on core learning – this message to be re-iterated regularly
The DNA rate for April is much lower than last month, down from 26% to 16% however it is 2% higher than this time last year.
Actions Underway:
Senior managers are notified no later than 4 working days from the classroom session of the names of the individuals who have DNAd so they can take appropriate action
Risks:
Training and systems will need to be in place to ensure that the Pay Progression Policy can be fairly and robustly implemented
Core Learning Rate
Fire IPC E&D IG SGC1 SGA1 H&S Slips M&H IL Risk Fraud Average
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Fire IPC
E&D IG
SGC
1
SGA
1
H&
S
Slip
s
M&
H IL
Ris
k
Frau
d
68% 69% 75% 75%
87% 86% 89% 91% 88% 85%
81%
Compliance Core Learning Mar-16 Apr-16
21
Medical % % % % % % % % % % % %
Compliance 59% 64% 67% 68% 77% 75% 84% 84% 83% 82% 77% 74%
Core Learning Rate Medical Staff
HR Systems
To successfully plan for and deploying our staff we need, when we need them is a huge task across multi-disciplinary teams and pan-trust services and sites.
Electronic job planning currently underway for 2015/16
Improvements to ESR continue and the vast majority of areas now have access to ESR Supervisor Self-Service with all areas (excluding medical and dental) having access during spring / early summer 2016. A scoping exercise to expand and roll-out Manager Self Service in 2016/17 is underway.
ESR Self Service gives line managers or supervisors the ability to view compliance against core learning, absence management and view staffing profiles against payroll and persons in-post. Line Managers through Supervisor Self Service also directly manages absence reporting, annual leave and appraisal. Employees can see information about themselves, request leave & training, undertake learning.
Headlines: A new/revised HR Trust Board Report and BU Report ‘format’ is being developed at present and will be tabled at a future Board
Development Session/ET for agreement.
The Deputy Director of HR & OD (substantive) has researched and scoped a ‘cloud-based’ Software Solution to assist with management and ‘tracking’ of Employee Relations cases and Recruitment activities and key performance indicators to meet corporate and team objectives.
A business and financial case will be presented at Technical Reference Group during June, with aim to approve at next Investment Programme Board.
. Risks:
If Business Case not approved/signed-off by 24th June the price may increase by approximately 5%. It’s imperative to approval is granted before then.
ESR – Self Service Project
22
Headlines:
91.08% of employees have their reporting hierarchy built in ESR (excludes Medical & Dental staff)
Actions Underway:
ESR SSS roll-out continues with over 91% of staff (excluding Medical & Dental) now having access. Remaining areas are currently being targeted
Meetings with Senior Managers continue
Reporting hierarchies for areas still outstanding being obtained and entered into ESR
Risks:
Budget authorisation matrix does not match current structure hierarchy and support MSS at ward level
Challenge in time commitment of Clinical Staff
HR does not have capacity’/resource to support the build & support SSS & MSS in hierarchy & Helpdesk and ‘field’ any queries from users during implementation and post go-live
Lack of ESR System resource to build and maintain hierarchy and supporting requirement for ESR Helpdesk
Before Annual Leave can be recorded in ESR all staff records need to be validated for entitlement and accrual before go-live
